Fast Fashion: A Case Study: Zara Supply Chain

Introduction:

Zara is so unique it terms of branding itself as fast fashion. Zara had to go throughout a lot of challenges, obstacle and investment, to achieve its goals seats to be clear and safe to wear. It is easy to say those words. However, Zara had to work hard for the best 53 years since (1963). From one outlet in the centre of La Coruña, Spain in 1975 Spain, today more than 2000 outlets around the earth. This success was achieved by thinking positively, choosing the right integration path, effective supply chain. Sadly, the world count is restricting me to explain more.

Supply chain in Zara:

Supply chain defined as "a network of organizations which have to deal with upstream and downstream linkages between each other. The

To some extant designing new cloths is not health and with lack of advertisement, in the making it difficult to create awareness in the market. Since Zara is producing new design from two to three a week this may lead to have high inventory in the outlets. The cost of planning and the high investment on capital is other factors of disadvantage, as Zara is spending a big share of money in developing the information technology systems, to allow them to be on the top. Finally, Zara has to be able to work under this pressure or this may lead to lose it

Due to the large number of outlets (over 2,000) and the wider radar coverage. This approach had allowed Zara fast fashion to monopolies the communication of supply chain and monopolies the market. By producing two to three new designs every week. Moreover, this integration had made to the market as his competitors take four to six months to produce new cloths which infect we can consider it seasonally. As a trend Zara, fast fashion is responding quickly to the needs of customers not to force them. This Vertical integration had given Zara competitive advantage on his competitors, his competitors are producing jointly 2,000 to 4,000 as of H&M and Gap. At the time Zara alone producing 11,000 new cloths a year. To coup in the market and to maintain the image of Zara fast fashion. They had to integrate horizontally to open more factories in different countries to ensure maintaining in in low cost too. Zara had 5,300 factories in over 50 countries. However, this integration had made Zara to face challenges in China, the cloths required three to six months to reach to the outlets, from the time of order to storing and finally delivering to the